Four Leadership Behaviors that Build or Destroy Trust Randy Conley Vice President, Client Services & Trust Practice Leader The Ken Blanchard Companies Legal Notice: These slides are being provided to support your participation in the online seminar which took place on August 20, 2014, and represent the proprietary intellectual property of The Ken Blanchard Companies. They are protected under international copyright law and cannot be resold, rented, loaned, or circulated to any third party. These slides cannot be used to create or deliver any form of a learning experience or training program. Additionally, they may not be duplicated or reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the expressed written consent of The Ken Blanchard Companies.
Agenda The State of Trust Warning Signs of Low Trust Four Key Leadership Behaviors A Model for Building Trust Benefits of High Trust Rebuilding Broken Trust
Only 52% of employees believe their employer is open and upfront with them. 32% believe their employer is not always honest and truthful. 24% don t trust their employer. APA Center for Organizational Excellence 2014 Work and Well-Being Survey
34.2% don t have trust and confidence in their supervisor 46.3% don t believe their senior leaders maintain high standards of honesty & integrity Only 52.3% have a high level of respect for senior leaders 2013 Federal Employee Viewpoint Survey
Poll: Which of these Conditions are Present in Your Organization? a. A lack of clear goals & strategic priorities b. Ineffective problem-solving or decision-making c. Policies are not applied fairly and equitably d. Leaders don t walk the talk e. Information is not shared openly f. Good performance is not recognized/rewarded g. A lack of accountability h. Slow response to issues or making decisions
Warning Signs of Low Trust Rumors, gossip Secrecy Low risk tolerance Slow decision making Withholding of information High stress
Warning Signs of Low Trust Compliance, not cooperation or collaboration Just doing what s required; minimum effort Low engagement & morale
Costs of Low Trust Bureaucracy Politics Inefficiency High Turnover $$$
Four Key Leadership Behaviors Trust
Four Key Leadership Behaviors Trust Demonstrating Competence
Four Key Leadership Behaviors Trust Acting with Integrity Demonstrating Competence
Four Key Leadership Behaviors Caring about Others Acting with Integrity Trust Demonstrating Competence
Four Key Leadership Behaviors Caring about Others Acting with Integrity Trust Maintaining Reliability Demonstrating Competence
Poll: Which behavior engenders the most trust with you? a. Demonstrating Competence (someone being good at what he/she does) b. Acting with Integrity (being honest in word and deed) c. Caring about Others (showing care and compassion) d. Maintaining Reliability (doing what they say they ll do)
Trust is based on Perceptions which are formed by Behaviors
Building a Workplace Based on Trust Must be able to act trustworthy Must be able to talk about trust Need a common way to view trust
The ABCD Trust Model
1 Expertise 2 Performance Results 3 Facilitation Skills 4 Honesty 5 Values 6 Fair Process 7 People Focus 8 Communication 9 Recognition 10 Responsiveness 11 Accountability 12 Organization
Benefits of High Trust Employee retention Organizational loyalty Productivity Creativity Innovation Revenue Employee engagement
Benefits of High Trust High trust companies have 2x returns to shareholders Outperform Russell 3000 and S&P 500 11% to 6.41% and 6.04% respectively 50-65% less turnover Great Place to Work Institute, 2014
Trust Busters Behaviors that erode trust.
Leaders create low trust when they Don t demonstrate expertise in their jobs Don t achieve results Break confidences, lie, gossip Don t listen
Leaders create low trust when they Don t enjoy others or show interest Don t give recognition & rewards Don t follow-through Are unorganized Are unreliable
Rebuilding Broken Trust Acknowledge Admit Apologize Assess Agree Accountable
Closing Thoughts The best time to plant a tree is twenty years ago. The second best time is today. Chinese Proverb
Closing Thoughts Transcendent values like trust and integrity literally translate into revenue, profits and prosperity. Patricia Aburdene Megatrends 2010
Poll: Other Resources 1. Blanchard research and white papers 2. Upcoming Blanchard events 3. Blanchard products and services
Questions & Answers Randy Conley Vice President, Client Services & Trust Practice Leader The Ken Blanchard Companies David Witt Program Director The Ken Blanchard Companies
Connect with Randy @RandyConley +RandyConley http://leadingwithtrust.com
Thank You To learn more about how The Ken Blanchard Companies can help you improve trust in your organization, please visit: www.kenblanchard.com Contact us at: 800-728-6000 or webinars@kenblanchard.com